scholarly journals Small and medium size firms top management teams' decision-making in global acquisitions

2011 ◽  
Vol 1 (4) ◽  
pp. 346
Author(s):  
Timothy Kiessling ◽  
Michael Harvey ◽  
Miriam Moeller ◽  
Andrew Hebdon
Keyword(s):  
Decision Making ◽  
Top Management Teams ◽  
Management Teams ◽  
Medium Size ◽  
Top Management

Decision-Making Activity and Influence of Nurse Executives in Top Management Teams

1999 ◽  
Vol 29 (4) ◽  
pp. 18-24 ◽  
Author(s):  
Jane Banaszak-Holl ◽  
Jeffrey Alexander ◽  
Nancy M. Valentine ◽  
Marcia M. Piotrowski ◽  
Janet G. Adams-Watson ◽  
...  
Keyword(s):  
Decision Making ◽  
Top Management Teams ◽  
Management Teams ◽  
Nurse Executives ◽  
Top Management

scholarly journals Positive interpersonal relationships and knowledge sharing in top management teams

2020 ◽  
Vol 1/2020 (32) ◽  
pp. 21-33
Author(s):  
Aldona Glińska-Neweś ◽  
◽  
Agnieszka Sopińska ◽  
Alicja Łuka ◽  
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Interpersonal Relationships ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Furniture Industry ◽  
Extrinsic Motivators ◽  
Forms Of Knowledge

The aim of the article is to determine the relatedness between the quality of interpersonal relationships, measured by the level of their positivity, with knowledge sharing among members of the top management teams (TMT). The analyses primarily concerned the relatedness between interpersonal relationships and a) the declared individual tendency to share knowledge, b) the motives of knowledge sharing among members of the surveyed teams, c) the forms of knowledge sharing. The empirical basis of the article is a CATI research on a sample of 123 managers who are members of decision-making teams in the furniture industry in Poland. The results obtained suggest that knowledge sharing within management teams is related to the level of positive interpersonal relationships of their members. These relationships strengthen the intrinsic motivation to share knowledge, reducing the importance of extrinsic motivators, as well as foster informal and direct forms of knowledge sharing, reducing the importance of institutionalized forms.

Does participatory decision‐making in top management teams enhance decision effectiveness and firm performance?

2009 ◽  
Vol 38 (6) ◽  
pp. 696-714 ◽  
Author(s):  
Abraham Carmeli ◽  
Zachary Sheaffer ◽  
Meyrav Yitzack Halevi
Keyword(s):  
Decision Making ◽  
Firm Performance ◽  
Top Management Teams ◽  
Management Teams ◽  
Strategic Decision ◽  
Top Management ◽  
Joint Decision ◽  
Content Type ◽  
Participatory Decision Making ◽  
Decision Making Processes

PurposeThe purpose of this paper is to examine how participatory decision‐making processes in top management teams (TMT) influence strategic decision effectiveness and firm performance.Design/methodology/approachData from 94 TMTs are collected from structured surveys. Each firm's CEO provides data on strategic decision effectiveness, and a senior executive member of the TMT provided data on participatory decision‐making processes and firm performance.FindingsResults show that participatory decision‐making processes in the TMT are positively associated with decision effectiveness, but there is both a direct and an indirect relationship (through decision effectiveness) between participatory decision‐making processes and firm performance.Originality/valueThis paper sheds light on the importance of joint decision‐making processes among TMT members for improving choices and enhances firm performance.

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